For the past 10 years, I’ve been immersed helping leaders and leadership teams develop more robust skills to help guide and shape their organizations, the markets they compete in, and the communities they operate in. I often see short-termism crippling boards, executive teams, and seasoned managers. (more…)

I was in a meeting recently discussing the take down of Harvey Weinstein and others accused of sexual harassment, and the rise of the #metoo campaign. We were freely exchanging opinions about these trends in culture, except for several men who declined to add to the conversation. When I asked them about their thoughts on the matter, and they replied that there wasn’t anything they were willing to add; because, they said, the truth was that they were only allowed to agree with the perspectives already in the room. As much I as prodded to elicit other points of view, they remained firm. They weren’t angry, resentful, or upset about it. They were just unwilling to risk a damn word.

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It is quite an election year. We’ve got a belligerent capitalist, a pervy tea party candidate, an insipid moderate, a self-serving woman, and a raving socialist. The polarities are so extreme that violence is bursting out at the seams at Trump’s rallies, and the Bernie people treat Hillary supporters like traitors to the cause. It’s kinda crazy out there.

And yet, it is the most energized election we have seen since 1968. And it is a prime opportunity to use the Integral practice to capture some of the energy, and open awareness to deeper parts of ourselves. How are we supposed to make sense of all this? It’s one thing to be a television announcer and just pose questions, but it’s another thing to try and find a path through the mess—let alone to actually weave genuine conversation or generate some understanding so that you can vote with integrity.

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Many of us live very interconnected lives, working and traveling across cultural and geographic boundaries. With this greater ability to bridge distances, comes increased challenges of difference and diversity. Our differences are exciting, but can be incredibly stressful—and for good reason. In our evolutionary history, humans were far more likely to be killed by another human, usually from a different tribe, than by any other predator. Hanging together ensured our survival—and we are still sensitive to difference as a possible sign of danger.

A significant difference that occurs between us in our work lives, loves lives, and social lives—one that Ken Wilber has repeatedly pointed out as being of great significance—is differences in world views. How we see the world, and the interpretations we make about it can result in enormous divisions. Something like Beyonce’s performance at the Super Bowl can be seen as creatively courageous or as a step backward historically. Agreement about what’s good and how we ought to live can look more and more impossible.

It is important for anyone in leadership positions today to understand how our world views evolve, and to explore how these differences can be worked with. We use a simple map for exploring world views: The Ego-centric stage with its emphasis on protecting the self, and the danger of narcissism; the Ethno-centric stage with a strong sense of community, safety, and stability which may stagnate in its conformist values; the World-centric stage which brings an immense expansion of identity, but global scale problems, and the Kosmic-centric view which frees us from the boundaries of space and time, but also insists that we re-engage the other levels.

Understanding worldviews affirms the notion that with greater maturity, comes greater perspectives and an increased capacity for care. Our identity can become more fluid, which leads us to empathize and join with others more freely—even when on the surface our differences appear significant. As we develop, our view of the world can outgrow the limitation of black and white thinking, and prejudice and fear decrease. Because our identity isn’t so rigidly fixed on ideas about “us” and “them,” we can meet others with curiosity whether or not they understand us—or agree with us. This brings along an invaluable ability to empathize, connect, relate, and bring people together for coordinated action.

Being willing and able to join with others across differences makes us a more stable, trustable influence, which is ultimately what skillful leadership rests on. For those leaders and change-makers who are wrestling with our most complex challenges, bringing people together is an essential skill that requires empathy, compassion, and the ability to integrate differences without rubbing out the creative tension of diversity.

Diane Musho Hamilton
Co-Founder and Lead Teacher, Integral Facilitator®
Author, Everything is Workable, a Zen Approach to Conflict Resolution.

It’s easy to take evolution for granted when your team is standing at a whiteboard looking at a bunch of colored sticky notes.

But the very fact you have a whiteboard, that you are standing together, and that anyone in the group can move the sticky notes are all clues to the mysterious evolution of work culture and collaboration.

If we care about leadership, governance, and participation, we can’t afford to ignore the role of evolution in collaboration today. But let me back up just a bit.

One of my biggest insights (not an original insight, alas, but still a significant one for me and my clients) was the evolutionary development of culture. It revealed how to include more and make distinctions through increasingly complex perspectives on collaborations.  

You might have already heard about Spiral Dynamics, based on the work of Clare Graves. It is a particularly useful outcome from decades of post-modern socio-cultural research and study, giving us the capacity to see aggregate structures of culture or group worldviews, to anticipate how they evolve, and to guide efforts to effectively work with worldviews and help support the healthy expression of each stage.

The worldview of a group influences what the group sees and what it leaves out. What it values, and how it makes meaning of what it perceives. Worldview greatly influences collaboration, because shared meaning is one of the essential ingredients in effective collaboration.

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In my work as an Agile ”Scrum Master” and Team Coach, I’m often confronted with the problem of how to spice up routine technical meetings and create genuine engagement among team members.

Although there are very good reasons why the Agile/Scrum framework encourages routine meetings, the “shadow” aspect of everyday meetings is an all-too-familiar experience that may appear in a variety of different forms:

• Resistance to the meeting itself “Not another one!”
• Boredom “Let’s get through with it.”
• Participants easily distracted “This conversation doesn’t concern me, there’s so much I should be doing instead of this.”
• No coherence at beginning — joking around, not starting on time, etc.
• Same activity or discussion repeating itself over and over.
• Less and less attention to structure and preparation “We know what to expect of the meeting and how to do it, we can just show up and start right away.”
• Not a lot of listening, thinking about what I’ll say instead of listening.
• Being physically present and mentally absent (vs being fully present and engaged).
• The Scrum Master does the meeting by himself “It’s YOUR meeting anyway!”
• Monologues take us away from priority subjects.

As a Scrum Master, one of my goals is to help the team self-organize and take ownership of every part of their work. Keeping that in mind, here are a few things I’ve learned as an Integral Facilitator that I use to bring a bit of “magic” into these meetings.

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How do we open up a conversation about race in the wake of tragedy like the one that took place in Charleston, South Carolina?

Every painful conversation is unique, and every context may require a different approach from the facilitator. Whether you’re holding a town meeting or community dialogue or an informal conversation around the dinner table, in my experience, the best place to begin any truly challenging discussion is with our immediate, felt experience. In our conversations about race this last week, I would begin with the emotional impact of the news of the shooting in South Carolina.

I would pose a simple question like, “How is everyone feeling right now?” and then allow perspectives to pour forth. The expression that I would first want to support is an emotional one, that of pain and loss in the room—the pain of the murder of innocent people and the loss of the nine beautiful souls who died at the Emmanuel A.M.E. Church.

It may seem obvious, but people will often rush over emotions to problem solving or political strategizing or discussing facts—but it isn’t satisfying. Presencing the sorrow and grief is fundamental to our human experience and it is unifying to a group. It binds us in the heart, reminding us of the vulnerability we share and of our capacity to care. Sorrow is softening, humanizing, and humbling. So we need to open space for the pain to pour forward, and for the emotions of grief, of loss, of sadness to actually come into the room.

The gut wrenching pain of the murder of innocent people is conveyed by sorrow, grief and loss. The gut wrenching pain of the murder of innocent BLACK people AGAIN comes in a wave of anger, torment, and outrage.

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Is there an idea that you think should be taken out of circulation? A commonly held notion that’s holding us back, that’s outdated, or that you wish would just fade out of use, to be replaced by a more helpful idea?

I’m asking (sincerely) because of a podcast I recently enjoyed that was focused on just this topic — “ideas that must die.” (Freakonomics, maybe you heard it?)

Theirs were pretty big—”the universe” (to be replaced by the multiverse), “true or false” (an idea isn’t ever really one or the other), and “data is enough to tell you truths about the world” (the role of intuition in scientific discovery), amongst others.

What I like about the question is how it shines a spotlight on our ideas as…a design choice.

Our assumptions, preconditioned awareness and biases shape our experience and behavior. We stop using outdated tools when they are replaced by more effective ones, so what about the toolkit of ideas we’re carrying around with us all the time?

I also like the question because it’s rascally and iconoclastic. Just asking it feels like blowing a fresh breeze through the stale corners of my mind.

So I wanted to turn the question into a tool for upside-down thinking about a subject I’m interested in. What happens when I start looking for ideas I’d be willing to kill off?

Ok so here we go, a quick and dirty first try.

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“The opposite of Love is not Hate; it’s indifference.” – Elie Wiesel

Last month, I wrote about The Awakened Takeover. Which is another way of saying I *dared* to articulate my deep intention and publish it for the world to see. And now…it has me by it’s teeth.

In it, I included this call to action:

Care more, open yourself to more perspectives, and you can’t help but become more engaged and optimistic.

Yet looking back on my own path, not caring enough was never the problem.

In fact, there was a time when it felt like it WAS the problem.

Being able to take more perspectives, we get inundated with more information and our circle of care expands. The world pulls on us in new, more diverse ways. We don’t just see need everywhere, we feel it. Our care pulls into new and different relationships with the world—and that gives rise to a very distinct kind of challenge.

This is the challenge of how we cope with how much we care.

It’s true for me. I can recall a stage in my life when I became so overwhelmed by the stresses of public affairs and world issues that I stopped watching the news and reading papers. I would run the other way when water cooler conversations turned to current events. My only recourse in response to the overwhelm (read: care) was to unplug and disengage.

My struggle wasn’t that I didn’t care enough.

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